2013 sales enablement strategy - for marketing & sales

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Copyright 2013 IDC. Reproduction is forbidden unless authorized. All rights reserved. IDC’s Sales Enablement Overview: Guidance for 2013 IDC Executive Advisory Group Updated 1-7-13 Prepared by Michael Gerard [email protected] www.idc.com/cmo www.idc.com/salesadvisory

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Marketing & sales organizations have an opportunity to improve revenue by >10% by improving their sales enablement capabilities. However, it will require both organization to team together in this effort, developing a strategy initiatives vs. investing in disconnected, tactical activities. This PowerPoint deck provides a strategic foundation to improve in this area.

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Page 1: 2013 Sales Enablement Strategy - For Marketing & Sales

Copyright 2013 IDC. Reproduction is forbidden unless authorized. All rights reserved.

IDC’s Sales Enablement Overview: Guidance for 2013

IDC Executive Advisory Group

Updated 1-7-13

Prepared by Michael Gerard

[email protected]

www.idc.com/cmo

www.idc.com/salesadvisory

Page 2: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

[email protected]

We Need to Change How we Enable Sales & Channels. . .

Today. . .

Buyer Interaction: Reps are unable to sustain a dialogue with prospects

Demand Gen.: 650 targets -> 1 deal; 19 months mktg. and sales cycle

Cost of poor sales enablement for a ‘typical” $1 B firm:

– $14 M in sales and marketing expenses

– $100 M in lost revenue opportunity

Tomorrow’s Vision. . .

Sales Enablement:

Mktg. & Sales

New Org. Structure New Processes New Technology New Metrics

2

Page 3: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

[email protected]

IDC defines Sales Enablement as:

“The delivery of the right information to the right person at the right time in the right format and in the right place to assist in

moving a specific sales opportunity forward”

What is Sales Enablement?

3

Page 4: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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Agenda: IDC’s 2013 Sales Enablement Strategy

4

Voice of the Customer – The Buyer Speaks

Current State of the Industry

14 Attributes for a Best-in-Class SE Strategy

Case Studies

Page 5: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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Voice of the Customer

5

Page 6: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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Today’s Marketing and Selling Environment – What’s Different?

Larger buying teams means

more people to “sell” to – 2010: 5 People

– 2011: 6 people

– 2012: 7 people

Longer Buying Cycles – 2010: 5 months

– 2011: 5.2 months

– 2012: 5.4 months

Buyers are more

knowledgeable, more

connected - and busier!

45% of the enterprise level buying decision is made before

your potential buyer even says “hello” to your sales rep.*

Refer to The 2012 IT Buyer Experience Survey (IDC #237207) *Ave. respondent: $870K in total IT purchases in past 12 months

6

Page 7: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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0 10 20 30 40

Other

Interaction with vendors' corporate executives (e.g., CEO, COO)

Interaction with sales representatives

Consumption of vendor content*

Interaction with vendors' technical teams (e.g., engineers, CTO)

Distribution of a pool of 100 points

Buyer Insight: Most Valued Vendor Resources When Making IT Decisions

7

Q: As part of your pre-purchase IT product or solution-related activities, please indicate the relative

importance of the following on your decision-making process by using a pool of 100 points.

n = 204 * Vendor Content: e.g., Collateral, white papers, case studies, webcasts, product information, other info. available on their web site

**Refer to IDC’s Sales and CMO Advisory Research

Page 8: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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Buyer Insight: Most Valued Vendor Content When Making IT Decisions

0 10 20 30

Other

Customer Case Studies

Vision/Thought Leadership

Competitive Comparisons

Industry Trends

Peer/Customer References

Product/service Reviews and Test Results

Product Demo or Proof of Concept

Product features

Financial Justification/ROI

% of Participants

8

Q: What types of vendor content do you most value during the IT investment decision process?

n = 204

Page 9: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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How are we doing today?

9

Sales Enablement

Page 10: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

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How are we Doing to Enable Sales Reps with the Most Valued Resources?. . .

10

Product Information

Customer Purchase & Service History

Best Fit Pre-Sale Individual

ROI Related Sales Assets

0% 10% 20% 30% 40% 50% 60% 70% 80%

% of Respondents

1 week + 1-5 days 4-8 hours <1/2 day

Q: On average, how long does it take for a sales rep to find the following types of information

within your organization? Check 1 for each category.

Source: IDC's Sales Productivity Benchmarks Database

The 2 things that

buyers value most!

Page 11: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

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The good news?. . .

How are Sales Folks Doing with Buyers in this New Environment?

Over ½ of buyers who switched

vendors during the past year did

so as a result of their newer

vendor being more diligent and

reliable to their needs.

Our best vendors help us solve problems. . . . “Interact

more with our internal teams at a functional level to

understand where our pain points are, and provide

solutions to improve our revenue & profitability."

Buyers are inundated: “Much

of my commute home is

“delete, delete, delete,…”

There is opportunity to differentiate and move ahead of

your competition

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Page 12: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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12

Steps for improvement?

Sales Enablement

Page 13: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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IDC’s 14 Attributes of a Best-in-Class Sales Enablement Strategy

Accountability SE function in marketing

Relevant and

Valuable Intelligence

Content and asset lifecycle

Sales Readiness

Sales process integration

Deployment strategy

Regional enablement

Content management

system

Sales enablement

platform(s)

Social for sales

Feedback Sales and customer

feedback process

Sales

Enablement

13

Performance measurement Next generation sales

operations team

Staff: SMEs, curators,

moderators

Content review board

Customer intelligence for

sales

Technology

Contact IDC for a Full

Review of Each Area

([email protected])

Page 14: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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Accountability: Sales Enablement Spans Across Sales & Marketing

Marketing Sales Operations Sales

14

Marketing-Generated

Insight

Process Management &

Governance

Delivery, Usage, and

Feedback

Marketing Content and

Asset Management:

Content & IP Development

Materials and Offers

Management of Assets

Intelligence and Support:

Customer Knowledge

Industry Knowledge

Product Knowledge

Overall Project

Management

Requirements Analysis

SE Process Development

& Management

Coordination With Other

“Productivity Lever”

Owners (e.g., mktg., L&D)

Usage Management

Metrics & Reporting

Content Development

Best Practice Sharing

Collaboration

Consumption & Delivery to

Customer

Feedback to Other

Content Owners

CMO & Sales Advisory Service clients, contact us to schedule

your free, on-site sales enablement strategy session

Page 15: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

[email protected]

15

Case Studies

Sales Enablement

Page 16: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

[email protected]

Sales Enablement Case Studies

16

Contact IDC, [email protected], for a full review of each case study

Leveraging social to

support 1,000+% growth

Nurturing a mobile

mindset and driving

productivity with

>15k iPads

Establishing a “living

community” to optimize

adoption and value

• 20-person cross-functional

team

• Threw out 10,000+ pieces

of content

• Sales takes a leading role

• Meta-model and SMEs

assure content relevance

and quality

Page 17: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

[email protected]

17

Executive Guidance

Page 18: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

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IDC Essential Guidance for 2013

18

Sales enablement must be a strategic initiative,

and not a tactical maneuver

Understand your customers’ buying processes and challenges as well as how your sales channels (direct and indirect) “process” knowledge

Let go of your current paradigm

– Sales enablement is not enterprise content management

– Existing content assets cannot dictate your strategy

Develop a strategy, but don’t stop there. . . Excellence in execution will be the differentiator here

– Assign accountability. . . Collaborate with sales operations, develop cross-functional teams (e.g., content review board)

– Take a structured approach for improvement (e.g., content and asset audit)

– Integrate SE initiatives with other sales productivity improvement steps

Deploy a phased roll-out strategy (e.g., region-specific)

Page 19: 2013 Sales Enablement Strategy - For Marketing & Sales

© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission.

www.idc.com/EAG

[email protected]

19

• Questions?. . . Contact: • Michael Gerard

VP, IDC’s CMO & Sales Advisory Practice

[email protected]

Follow me on Twitter: MichaelGerard

• Additional Resources: • Our Web Sites:

• www.idc.com/cmo

• www.idc.com/salesadvisory

• Our CMO & Sales Blogs:

• www.techmarketingblog.blogspot.com

• blog.salesadvisorypractice.com